South Australian Aboriginal Housing Strategy 2021-2031

‘Our Aboriginal Housing Journey’ Commissioned by SA Housing Authority Artist, Karen Briggs Acknowledgments Message from the Premier SA Housing Authority acknowledges Aboriginal We wish to thank and acknowledge the following The South Australian Government is committed This Strategy aligns with this Government’s peoples as the First Peoples and Nations of the contributors to the South Australian Aboriginal to building a better future for all Aboriginal peoples commitment to implementing the new Closing lands and waters we live and work upon and we Housing Strategy 2021-2031: living in . the Gap Agreement. It has been co-designed pay our respects to their Elders past, present by Aboriginal people and organisations across The strong connection Aboriginal peoples have and emerging. We acknowledge and respect the Aboriginal Advisory Committee to the the state, and we are committed to continuing to to their home and lands is a fundamental pillar the deep spiritual connection and the relationship South Australian Housing Trust Board for work alongside Aboriginal people and empower of Aboriginal communities and their individual that Aboriginal peoples have to Country. their guidance, advice and contributions. Aboriginal communities. wellbeing. Sustainable and affordable housing We acknowledge the far reaching, intergenerational Authority staff including our Aboriginal is integral to this. Our Strategy will deliver substantial reform and impact of colonisation and dispossession which employees who are subject matter experts benefits for Aboriginal people in South Australia However, we recognise that appropriate housing explicitly excluded Aboriginal peoples in South in the housing sector and a critical interface by providing opportunities for home ownership is currently out of reach for a growing number Australia and resulted in entrenched, systemic within communities where we operate and economic participation, access to culturally of Aboriginal people in South Australia, and and structural racism and disadvantage. responsive and appropriate services, and by the members of the Aboriginal communities systemic change is vital to help them reach supporting implementation of self-determination of South Australia who generously shared their housing aspirations. Despite the past and present impacts of and self-governance that will strengthen the their time, knowledge, lived experience and colonisation, Aboriginal peoples, families and capability of Aboriginal corporations and solutions to the challenges currently faced This Strategy has been shaped by the communities remain strong and resilient and organisations. we recognise that the housing system must in the Aboriginal Housing sector. voices of Aboriginal communities and address structural and intergenerational individuals through extensive engagement. Thank you to everyone across the state who has disadvantage for Aboriginal peoples. contributed to this new Strategy, which will pave Please note that in this document, the term Aboriginal, refers They told us that the range of existing the way towards a bright housing future for all We also acknowledge the role of a home to to all Aboriginal and Torres Strait Islander peoples. This term services do not meet the current needs Aboriginal people living in South Australia. Aboriginal peoples, is not simply shelter. It is is used as the First Nations peoples of South Australia are Aboriginal peoples and this term is preferred by Aboriginal a place that facilitates ongoing connection to of Aboriginal communities and are peoples in South Australia. We acknowledge and respect Country and culture, maintenance of important that it is preferable to identify Aboriginal peoples, where not culturally responsive and flexible. kinship relationships and a personal sense of possible, by their specific language group or nation. belonging and wellbeing. This Government is now hitting the reset button on the Aboriginal housing system. Steven Marshall MP Backed by more than $83 million of investment Premier of South Australia from Commonwealth and State funding over the first five years, the South Australian Aboriginal Housing Strategy 2021-2031 will modernise the Aboriginal housing system and deliver real change for Aboriginal peoples in South Australia.

South Australian Aboriginal Housing Strategy 2021-2031 / 1 Message from the Minister of Human Services Our vision is for all Aboriginal peoples living in The new Strategy outlines six strategic pillars and South Australia to have equitable access to safe, goals, which will drive change in: housing sector secure and affordable homes. reform; sector-wide service reform; economic opportunities and capacity building; reforming The State Government’s South Australian Aboriginal the crisis and homelessness sector; increasing Contents Housing Strategy 2021-2031 will deliver on this the supply of safe housing; and creating more What is the South Australian vision with a focus on creating better housing pathways to home ownership. Aboriginal Housing Strategy? 4 pathways for Aboriginal people to ensure they can Getting it right 5 reach their housing aspirations. Shared decision- Under these six pillars are 17 key making, culturally informed services and increased actions that will deliver real change South Australian Aboriginal Housing opportunities to maintain Aboriginal peoples’ Strategy 10 year journey 6 personal and cultural wellbeing will be at the centre. for the Aboriginal housing system and Strategy snapshot 8 real outcomes for Aboriginal peoples. In developing this Strategy, we asked Aboriginal What we heard 9 people across the state what the barriers are Engagement snapshot 9 and what they need to better access appropriate Together with our partners in industry, the housing housing. We have used this input to guide the sector and across government, we embark on this Key findings 10 co-design of our Strategy, and will continue to journey to deliver an exciting new housing future What does this mean? 11 “This strategy has planted a work in genuine partnership with Aboriginal for Aboriginal people in South Australia. Keeping us on track 11 communities throughout the life of the Strategy. Vision and principles 12 seed of hope in our community. This Strategy uses a series of guiding principles Strategic framework 13 It’s important government to get the best housing outcomes. These guiding principles include self-determination for Aboriginal Current landscape 14 works closely with Anangu people and communities; a place-based approach Key strategies 17 and provides communities a to decision-making and planning; community Michelle Lensink MLC Strategic Pillar 1 18 participation and partnerships; co-design of Minister for Human Services voice about housing, to keep agreements or plans; and inclusive and transparent Strategic Pillar 2 20 information sharing and communication. Strategic Pillar 3 22 watering that seed” Strategic Pillar 4 24 Strategic Pillar 5 26 – Mr. Fraser, Elder APY Lands Strategic Pillar 6 28

South Australian Aboriginal Housing Strategy Acknowledgments 30

2 / South Australian Aboriginal Housing Strategy 2021-2031 South Australian Aboriginal Housing Strategy 2021-2031 / 3 What is the South Australian Aboriginal Housing Strategy?

Vision: That Aboriginal peoples in South Australia responsibilities influence where and how someone The Strategy reflects the 10 year vision to work in Our Housing Future 2020-2030 also commits to: have equitable access to safe, secure and chooses to live. It is vitally important that Aboriginal genuine partnership with Aboriginal communities to in vest more than $452 million into new peoples can access and secure housing that not build a strong Aboriginal community housing sector affordable homes achieved through shared social and affordable housing supply decision-making and culturally informed services only allows for connection to Country and culture providing self-determined, culturally informed and that maintain Aboriginal peoples’ personal to be maintained, but also enables it to thrive. responsive housing. spend $75 million to start addressing the public housing capital maintenance It is widely understood that housing is also a key and cultural wellbeing. backlog factor in the health and life expectancy gap between Getting it right All Aboriginal peoples in South Australia Aboriginal and non-. It provides To support the success of the Strategy, it must pr ovide $20 million to the Prevention have a fundamental right to access culturally a stable place from which to access health services, reflect the interests, voices and ideas shared by Fund to support innovative housing safe, secure and affordable housing. access and maintain employment, attend school Aboriginal peoples and communities. To do this, trials where there are clear gaps in the and generally increase social inclusion. the Strategy was tested before release with system, with the aim of generating The State Government, in consultation leaders and key representatives from Aboriginal further investment through partnerships with Aboriginal peoples in South Australia, However, securing safe and affordable housing is communities across South Australia. Aboriginal is committed to ensuring: out of reach for many Aboriginal peoples in South communities engaged through the statewide pr ovide an additional $5 million over five Australia. Aboriginal peoples are overrepresented in • Aboriginal people have a greater voice consultation include those in: years for an additional 100 HomeStart the homelessness sector and underrepresented in about the way they want the housing sector Finance Starter Loans per annum to 2026. home ownership. Whilst 50 per cent of participants APY Lands Berri and Gerard to operate within their communities engaged throughout the consultation said they The Strategy will leverage commitments • Aboriginal people are equal beneficiaries Port Augusta Northern Flinders and outlined in Our Housing Future to ensure that would like to own their own home, many were unable and Davenport Nepabunna/Nipapanha of the economic opportunities the housing to do so due to several barriers. This included housing needs, interests and aspirations of sector provides not enough income to save for a deposit, higher Point Pearce South-East Aboriginal peoples in South Australia are met. • Aboriginal people can equitably access safe, The SA Housing Authority was committed unemployment and less intergenerational wealth Coober Pedy, Ceduna, Yalata secure and affordable housing. transfer due to the disparity of wages and legal to invest $83 million through the Strategy Umoona and Dunjba and which includes: Our approach within the South Australian Aboriginal standing between Aboriginal and non-Aboriginal peoples prior to the mid 1970s. This adversely Raukkan Housing Strategy 2021-2031 (the Strategy) aligns Strategy Investment $83 million with and supports broader commitments and contributes to a range of other social indicators. NB. This investment will occur during the first five years aspirations of the Government, including shared The Strategy was also tested with the Aboriginal of the Strategy. In addition, the concept of personal financial wealth Advisory Committee (AAC) to the South Australian decision-making and genuine partnerships, more is often in conflict with Aboriginal cultural values and opportunities for Aboriginal jobs and businesses, Housing Trust (SAHT) Board who were actively $4M beliefs, where care and obligation for family across engaged throughout the development of the Strategy. $17M and improving the quality and delivery of services extended and complex kinship relationships; takes to Aboriginal peoples in South Australia. precedent to ‘savings’ and may preclude an Aboriginal Our Housing Future 2020 – 2030 More information about the commitments and person or family from accumulating individual wealth. In December 2019, ‘Our Housing Future 2020- aspirations of the Government, both State and The Strategy is a way forward to ensure greater 2030’ (Our Housing Future) was published detailing Federal, can be found at: self determination in housing, where Aboriginal the long-term vision and plan to reform the state’s Total $83M South Australian Government Aboriginal communities can set their priorities, co-design housing system to better respond to current and Affairs Action Plan 2021-2022 housing services and be supported to strengthen future housing needs. Our Housing Future is a housing management frameworks. The Strategy 10 year plan for all people living in South Australia, National Agreement on Closing the Gap (NACTG) is about more than just housing – it requires including Aboriginal and non-Aboriginal peoples, $34M $28M includes a commitment for Aboriginal peoples government, Aboriginal communities and the however it specifically calls out the need for a to secure appropriate, affordable housing that broader housing sector to work in partnership separate strategy for Aboriginal peoples: is aligned with their priorities and need. to create culturally safe, secure and affordable State owned and managed housing Action 3.8 Addressing the particular There are more than 30 Aboriginal Nations housing outcomes, economic development disadvantages faced by Aboriginal peoples Remote Maintenance in South Australia, each with a diverse, unique opportunities and to strengthen local decision- in South Australia through the delivery of a and rich culture. For many Aboriginal people, making frameworks to enable Aboriginal peoples Remote replacement housing program in South Australia to thrive. South Australian Aboriginal Housing Strategy. connection to Country and upholding cultural Elders Village (Metro)

4 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 5 to top Year(Dec 2021) 1 Year 2

Year(July 2021) 1

Year 6 Year 4

Year 10

Year 8 ‘10 year journey’ diagram illustrated by Agency, Ochre Dawn.

• The Aboriginal Employment • Bedford Park facility for • An independent review of Year 2 and Procurement Action Aboriginal Elders is established Year 6 the efficacy of Aboriginal Support the establishment of $34 million invested in remote South Australian Aboriginal • Plan is launched • home ownership pathways a peak advocacy body aligned Cross-agency case maintenance over the last • and recommendations report to Aboriginal governance A new Homeowner support management and supports to five years • aligned to target of 10% Housing Strategy 10 year journey structures in South Australia, program is launched in vulnerable Aboriginal peoples $28 million remote replacement increase in home ownership to support capacity and growth partnership with IBA, HomeStart are formalised and implemented. • • Resourcing in regions is housing program complete in 10 years Year 1 (July 2021) Year 1 (Dec 2021) aligned to support LDMF of the Aboriginal Community and the private sector $17 million investment into new 75% of LDMF and partnership • Commence implementation • Develop the business case for and service reform with Controlled Housing sector • The review of crisis support Year 4 • • of the South Australian a Transitional Accommodation (ACCHS). Support National social and affordable housing agreements are executed. prioritisation on servicing services is completed and Investment in ACCHS in Aboriginal Housing Strategy Centre expansion and related Agreement on Closing the • for Aboriginal peoples in vulnerable Aboriginal peoples implementation of the findings capability building and support metropolitan and regional areas 2021-2031 (the Strategy) service reforms in Adelaide Gap aspirations and inform begins across government Year 10 and Port Augusta • Develop and implement a All maintenance and Aboriginal Governance for the national agenda to inform sector reform. • 50% of LDMF and partnership Public housing capital • culturally informed housing construction contracts • • the Strategy implementation Embed Housing and All maintenance, construction, Prioritisation of housing supply agreements are executed maintenance undertaken in • complaints process for • have Aboriginal Business is established and Terms of Homelessness goals and Homelessness Alliance and for vulnerable Aboriginal peoples metropolitan regional areas Aboriginal peoples Enterprise (ABE) and Aboriginal • Phase 2 of the Service Reform Reference for a new Aboriginal targets across all relevant Community Housing Provider experiencing domestic family South Australia has Ensure the HomeSeeker SA workforce participation Framework is fully implemented. • Advisory Committee (AAC) to State Government agencies • (CHP) contracts will have violence and homelessness a viable ACCHS the South Australian Housing program continues to meet the The Tika Tirka Student The First Nations Affordable Aboriginal participation targets • Implementation of various • Trust (SAHT) Board model to • needs of Aboriginal communities Accommodation review Year 8 • 88% of Aboriginal peoples living Housing Action Plan launched Establish partnership framework home ownership models, • is completed An independent Aboriginal in appropriately sized housing be published publicly • Develop a pool of buyer developed in consultation with • Three communities identified with Office for Homelessness Community Controlled Housing Commence the co-design • advocates, in consultation Aboriginal communities and Phase 1 of the Service Reform • 10% increase in Aboriginal • via an opt-in expression of to implement service delivery • Organisation (ACCHO) operating process for Local Decision with Indigenous Business relevant stakeholders Framework is fully implemented home ownership interest approach to trial agreements that ensure ACCHS with financial independence, Making Frameworks (LDMF) Australia (IBA), HomeStart and agencies to report on the LDMF and partnership participation and interests • Create an expression of interest under a bespoke community • 100% of LDMF are rolled out and service reforms and Aboriginal consumers, metrics annually, including agreements executed of Aboriginal communities process for Aboriginal peoples in controlled service model across South Australian to increase home ownership. how a culturally informed and A newly appointed AAC are represented across all South Australia who wish to enter Aboriginal communities. • responsive housing sector Phase 3 of the Service Reform commences. tiers of governance and the home ownership market to • has delivered against Framework is fully implemented service provision ensure strategies are targeted priority reforms.

6 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 7 to top The Strategy was created in consultation with Strategy snapshot What we heard Aboriginal people and communities and is based What did Aboriginal peoples and upon the interest, knowledge, lived experience and Pillar 1 Housing Sector Reform: putting Aboriginal voices at the centre solutions generously shared by them. It applies current data, research and best practice to the 1.1 Establish Partnership Agreements and Local Decision Making Frameworks with Aboriginal communities. communities in South Australia solutions generated through engagement, with 1.2 Ensure Aboriginal voices are heard across all levels of decision-making in the social housing system have to say about their housing leadership and direction provided by the AAC through providing platforms for Aboriginal leadership and governance in housing. needs and aspirations? to the SAHT Board. 1.3 Build partnerships between the mainstream housing sector and the Aboriginal community-controlled sector to inform and deliver local and customised service models. Engagement snapshot Pillar 2 Service Reform: changing the way government does business An Aboriginal-led state-wide engagement was undertaken between July 2020 to April 2021 2.1 Embed housing and homelessness goals and targets across mainstream government policies. 2.2  Ensure the mainstream housing system is culturally safe and responsive through the development More than 70 Aboriginal Councils and Corporations and implementation of a Housing Cultural Framework specifically for South Australia. 2 online engagement platforms 2.3  Embed an Aboriginal-related focus within existing tenancy advocacy services. 20 service providers including Community Pillar 3 Economic Participation: more jobs for Aboriginal peoples and businesses Housing Providers

3.1 Create economic development opportunities for Aboriginal communities to equitably participate 3 co-design workshops, with representatives from in the housing sector economy. Aboriginal communities and leaders, community 3.2 Partner with other government agencies to build the capability of Aboriginal businesses and housing organisations, peak bodies, financial communities to procure from government. organisations, and the Authority. These workshops enabled the co-design of solutions and ideas about Enabling Pillars – creating the conditions for change. the themes and interests raised throughout the state-wide engagement and were used to inform recommendations for the Strategy. Homelessness and crisis services: making more safe places to stay when and Pillar 4 where you need them Local and State Government

4.1 Ensure the SA Homelessness Alliance decision-making is culturally informed. Aboriginal Advisory Committee to the 4.2 Implement culturally informed and person-centred homelessness services. South Australian Housing Trust Board 4.3 Ensure exit pathways into stable and safe housing through service reform to reduce Aboriginal peoples’ over-representation across the homelessness system due to exiting institutions and care “We need to move from a system that is into homelessness. a rotating door, that moves people from 4.4 Complete a supply and demand assessment of crisis and transitional accommodation housing options. one service to the next, asking people to Pillar 5 Housing Supply: better access to housing continually retell their story, retraumatise

5.1 Increase the supply of homes for Aboriginal peoples and communities. them and remind them of their challenges. 5.2 Increase the access to homes for Aboriginal peoples and communities. My hope is this strategy will flip that and 5.3 Invest in innovative housing solutions that meet the different needs of Aboriginal peoples. ask services to get more organised, more

Pillar 6 Home Ownership: pathways for buying a house that are accessible and ethical skilled, more culturally informed for our communities to have better outcomes” 6.1 Create and innovate Aboriginal home ownership models that drive accessibility to the broader market. – Jacinta McKenzie, Healthy Dreaming 6.2 Partner with private financial institutions, Indigenous Business Australia and HomeStart to identify products that promote and facilitate access to home ownership as a viable and achievable aspiration for Aboriginal peoples in South Australia.

The housing continuum – from crisis accommodation to home ownership.

8 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 9 to top Key findings What does this mean? Keeping us on track Strong decision-making Increase opportunities for economic participation The current housing and homelessness sector To make sure the Strategy is delivering what Community members and participants consistently Employment and contracting opportunities for in South Australia is not responding to the rights, it should, culturally informed monitoring and called for self-determination and self-governance local Aboriginal people in their own communities unique interests, needs or aspirations of Aboriginal evaluation frameworks, based on continuous to improve housing and life outcomes for Aboriginal was a strong theme heard during community peoples and communities. Many Aboriginal improvement methodology, will be developed to peoples of South Australia. There was a strong consultation. Community money could then stay peoples living in South Australia cannot access test the outcomes of the Strategy. In addition, public community voice about own decision-making and in the community, helping build a stronger and safe, secure and affordable housing. Services are reports will be published annually and with regular the benefits it can bring to housing outcomes, as safer community for everyone to live and work in. not culturally informed or responsive and there reporting to the Department of the Premier and well as better government services and relationships, are few opportunities for Aboriginal peoples to Cabinet and Aboriginal Affairs and Reconciliation community health care, land management and Improved service coordination and case participate in the housing sector economy through Unit about the progress of the Strategy. Every other social service outcomes. management to reduce homelessness, including employment or business development. two years the State Government will commission for Aboriginal people exiting institutions an independent and Aboriginal-led review of the Aboriginal communities and leaders throughout outcomes of the Strategy to ensure that Aboriginal Lack of culturally responsive and The removal of services from remote communities South Australia have expressed their commitment communities across South Australia are engaged appropriate services to larger regional centres or to city centres has to work with the government and other key to inform the review and recommendations. The current range of services provided are from meant that community members need to move organisations to share knowledge and make Outcomes will be reported publicly. large, state-wide providers or the private sector away from their homes to get these services and decisions about housing and to co-design and that do not meet needs of community, are not often without anywhere to stay. Similarly, community deliver the required placed-based, culturally The AAC to the SAHT Board provides an culturally responsive and not flexible. This means members leaving custody, health or child-protection informed wrap-around services. Aboriginal voice in keeping the Strategy and key community members are met with policy and find that the system is not flexible or safe and does stakeholders accountable and honest throughout procedural based answers that can leave a person not meet the needs of Aboriginal communities. Aboriginal leaders, government and the housing implementation of the Strategy. Government, in need more vulnerable and isolated, without the The system is not flexible enough to work for what sector have acknowledged a partnership approach through SA Housing Authority, will continue to services or care they may need. is best for the person or the community. is needed to address these barriers. meet with the AAC monthly to ensure members Aboriginal people and communities understand are updated regularly and to give members the Self-determination and local decision-making Access to emergency housing support their own needs and can develop the right solutions. opportunity to provide feedback. frameworks are critical levers for success The current system does not meet community There was a strong community voice for Aboriginal needs. There are not services or places to stay for Although good work is being done, there is “The participation of Aboriginal peoples housing services to be Aboriginal community Aboriginal people that are safe, flexible or that can more to do to ensure that Aboriginal peoples in in South Australia’s housing sector controlled. This would mean that local community be used when moving between communities. Better South Australia can secure a place to call home. economy is essential in being able to members have a voice and can be heard to ensure and more flexible services are needed in the right There is a significant need for government agencies local housing options reflect what is wanted and places at the right time so that Aboriginal peoples create positive opportunities and social to better understand and engage with Aboriginal needed by communities and members. More can use them as they need to, when they need to. communities and their leadership networks, and empowerment for the First Peoples of consultation is needed so that the changing and conversely for Aboriginal communities, groups and growing needs of community can be heard and Strengthen tenant engagement and advocacy this land. It is an opportunity for fair and organisations to better understand and engage services can be flexible to meet their needs. There are not flexible or culturally safe services to with government. equitable partnerships, agreements and help with private landlords or through the South outcomes for all South Australians.” Demand for significant increases Australian Civil and Administrative Tribunal hearings For local decision-making frameworks to be in home ownership process. Many people reported feeling alone and successful, government agencies must recognise – Shona Reid, Chairperson Aboriginal Advisory Participants responded strongly about wanting to threated through these processes. There is a need the different leadership structures and networks Committee and South Australian Housing Trust own their own home. That there were not enough for more Aboriginal voices and support across the within individual Aboriginal communities, especially Board Member houses they could afford and that there were not whole housing sector. in relation to how leaders acquire, exercise, transfer houses in the areas where they wanted to buy were and sustain their authority. This requires government common issues. Community members said they “By making our own decisions and having agencies to adopt a sustained commitment to would feel more comfortable getting help through our own people deliver housing services, working with and respecting Aboriginal community the loan process from other Aboriginal people arrangements, relationships, shared connections who could help them understand the process and we can be responsible for our own futures and representative structures. what was being said. With this level of support, they and we can take ownership for growing our The Government of South Australia is committed to would feel safe and comfortable about buying their own communities” own home for their families to live in. building a better future for all South Australians. It is fundamental that this Strategy delivers real change – Eddie Newchurch, Chairperson Point Pearce Community for Aboriginal peoples in South Australia. Council and ALT Board Member

10 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 11 to top Vision and principles Strategic framework Vision: That Aboriginal peoples in South Australia have equitable access to safe, Vision secure and affordable homes achieved through shared decision-making and culturally informed services that maintain Aboriginal peoples’ personal and cultural wellbeing. Guiding principles A strategic framework, was created to guide the development of the Strategy. In addition to incorporating the voices of Aboriginal peoples in South Australia, the framework has also considered the National Agreement on Closing the Gap (NACTG), as this is a formal agreement between the State of South Australia and Aboriginal peoples in South Australia.

The Strategy is built on and supported by the following principles:

Self- Place-based Participation Co-design Inclusivity and determination Transparency

Partnered • Aboriginal communities to partner with government and service providers approach to improve housing outcomes for Aboriginal people. • Establish governance structures and frameworks, including roles and responsibilities, across broad housing delivery areas impacting Aboriginal peoples. • Facilitate delivery of reliable data across agencies to support an evidence-based framework that informs service design and delivery. Self- Place-based Participation Aboriginal communities in Government and the determination Priorities A ffordable housing and home ownership Transitional housing Aboriginal peoples and South Australia are diverse community will work in communities understand and there is no ‘one size fits partnership to ensure the Cultur ally responsive services Enabling functionality their own needs and have all’ solution. A place-based community has the necessary the ability to develop their approach to decision-making capacity, structures and own solutions. and planning is required information to participate Service • P artner with industry and the housing • Provide supported pathways through for success. effectively at the levels strategies sector for affordable supply of culturally culturally responsive transitional they choose. informed housing in the private sector. housing options. • Inform and support people to access • Examine and strengthen traditional home ownership pathways. housing models for South Australia, • Invest in long-term affordable and informed by best practice models. sustainable housing options that meet • Undertake programmed audits and the needs of Aboriginal communities reviews to ensure the effectiveness across South Australia. and sustainability of existing and new • Influence ervices design by applying transitional housing programs. a cultural lens to housing policy, • Economic development opportunities programs and business. for Aboriginal communities to • Build knowledge and capability across equitably participate in the housing Co-design Inclusivity and Transparency the social housing provider workforce sector economy. Government and Aboriginal Government will communicate and share information so to improve service delivery access for communities as housing community members are informed and can participate to Aboriginal peoples. service providers and clients the degree they wish. Participation may involve the use of will enjoy culturally safe and interpreters or translated materials. Aboriginal communities will flexible spaces to design ensure that governance structures are able to fully represent agreements and plans that the opinions and values of all community members. Sector Implement Local Decision Making policy and framework work for each community. reform strategies P rioritise the growth of the Aboriginal Community Controlled Housing sector

12 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 13 to top ‘SA Population Mobility’ Remote Community Housing Diagram illustrated by Agency, Ochre Dawn. Current landscape Remote Communities For many Aboriginal people, In South Australia, Aboriginal the principles of voice and self- Homelessness connection to Country and households represent 5,083 determination, are embedded upholding cultural responsibilities (12 per cent) of the state’s 43,641 into the way government influences where and how social housing households. Whilst operates, to ensure communities Home Ownership they choose to live. the South Australian Government are involved in service delivery Under former government does have state owned and and advising government what policies that were exclusively managed indigenous housing works best in their communities. applied to Aboriginal peoples, dwellings that are exclusively In addition to the current levels many Aboriginal families were for Aboriginal tenants, most of inequality, the Aboriginal forcibly relocated to missions, Aboriginal households in social population of South Australia stations or reserves. Many housing are renting general is projected to grow by 22.2 Aboriginal families continue public housing stock. per cent to 57,306 people over to live on or close to these Different housing types generally the decade to 2031. This is areas that have significant need to be considered when compared to just 8.1 per cent meaning to them, whilst also understanding the housing growth in the total population of Affordable maintaining their connection to Emergency Housing needs of Aboriginal people to the state. This growth will increase and Transitional their traditional lands. As such, accommodate complex kinship overcrowding and demand for Accommodation Community and Aboriginal families are generally (includes centres at Public Housing relationships, factor in cultural services, including transitional Port Augusta and Ceduna) more mobile than other families, Private Rental obligations and allow for mobility. accommodation and crisis care. Employment and particularly in regional and It is critical that Local Decision It will also place greater strain on Education Housing remote areas. Making Frameworks, based on housing supply. A key contributing factor Metropolitan and Regional Housing to these mobility patterns Aboriginal households in South Australia are: include movement between The Strategy applies to the following geographical Mobility and remote visitation communities and traditional areas, housing tenures and housing types. lands for the ongoing Aboriginal peoples travel from maintenance of important remote communities to regional Greater metropolitan Adelaide – homelessness services, cultural and relationship and metropolitan locations for a remote visitors and mobility, transitional accommodation obligations. However, the 1 range of reasons. These include to services, social housing, private rental and home ownership centralisation of government 2 access services that have become Regional centres – homelessness services, remote visitors services has also become a 4x centralised, visit family and friends, and mobility, transitional accommodation services, social significant driver of mobilisation 9x for cultural obligations and to attend housing, housing in discrete Aboriginal communities where for Aboriginal families living in sporting and entertainment events. the Authority provides property and tenancy management as likely to own as likely to be residing as likely to be remote areas. Visitors are not homeless and it is services, private rental and home ownership their home in social housing homeless important that the social housing system response does not conflate Remote communities – social housing, housing in discrete these types of mobility. Aboriginal communities where the Authority provides property and tenancy management services.

14 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 15 to top South Australia - Aboriginal population (Census data 2016) Key Strategies 10.7% The Strategy sets out six strategic

4% pillars and goals and the actions that 52% will contribute to achieving them.

of South Australia’s Aboriginal Total 42,265 population lives in the metropolitan Adelaide area

and of those 52%

22.5%

51.9% 10.8% 47%

Metro Adelaide Outer regional Very remote

Inner regional Remote reside in the northern suburbs South Australia Aboriginal 10 year 2016 households by tenure change

Own home outright 10.2% 0.8% Own home with mortgage 25.2% 0.7% 23% Private rental 30.3% 9.7%

Social housing 26.5% 8.8% reside in the Other / not stated 7.8% 2.4% southern suburbs

The three largest Aboriginal Fundamental to the success population centres outside of this Strategy is the need of the metropolitan area are to incorporate a placed-based % Port Augusta with 3,241 shared decision-making 20 Aboriginal residents, the Anangu approach to ensure local context Yankunytjatjara is applied in the implementation, (APY) Lands with 2,225 residents with consideration given and Whyalla with 1,345. to community, governance reside in the and culture. western suburbs

16 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 17 to top Actions

1.1 E stablish Partnership Agreements and Local Decision Making Frameworks (LDMF) with Aboriginal communities. Through formally enacting agreements between communities and government that outline a shared approach to decision-making, including ongoing consultation, monitoring, evaluation and accessible complaint management processes.

Developing and implementing LDMFs co-designed with communities on an opt-in basis, that have appropriate representative structures to give them authority to represent community voice.

Led by: SA Housing Authority Timeframe: Short-term

1.2 Ensur e Aboriginal voices are heard across all levels of decision-making in the social housing system through providing platforms for Aboriginal leadership and governance in housing.  Support the establishment of a First Nations Peak Advocacy body to represent housing.

Support continued Aboriginal representation on the South Australian Housing Trust (SAHT) Board.

Strategy Pillar 1: The Aboriginal Advisory Committee (AAC) to the SAHT Board continues to provide advice Housing Sector Reform: putting Aboriginal voices in support of the Strategy’s implementation and alignment to the LDMF. at the centre. Aboriginal communities’ partner with government and service providers Led by: SA Housing Authority Timeframe: Medium-term to improve housing outcomes for Aboriginal people and build a strong and culturally responsive housing sector for Aboriginal peoples in South Australia. 1.3 Build partnerships between the mainstream housing sector and the Aboriginal community- controlled sector to inform and deliver localised and customised service models.

Guiding principles: Self-determination, Participation, Place-based, Co-design Through the co-design of specialist support services and sector development activity that supports Aboriginal peoples’ unique rights and circumstances, and that strengthens the role of Community Housing Providers to build the capacity of Aboriginal community organisations Priority: Enabling Functionality, Culturally Responsive Services to provide housing services.

What did we hear? Review the capacity of South Australia to establish an Aboriginal Community Controlled Housing sector, benchmarked against best practice community-controlled models. This includes consultation The importance of: with the Supporting the Growth in Community Controlled Organisations Working Group of the Senior Aboriginal community engagement and ongoing consultation Management Council’s Aboriginal Affairs Executive Committee.

participation in decision-making and co-design of housing services Led by: SA Housing Authority and Community Housing Providers Timeframe: Short- establishing governance structures and frameworks, including roles and responsibilities, medium term across broad housing delivery areas impacting Aboriginal peoples

greater accountability in providing culturally informed and responsive services

a better understanding of rights and responsibilities when interacting with services. These actions will be undertaken in consultation with the Aboriginal Affairs and Reconciliation Unit of the Department of the Premier and Cabinet to support and align with broader State and Federal Who benefits? Metropolitan / Regional / Remote Aboriginal Communities policies, agreements and Aboriginal governance structures.

What does this mean for community? This work will include identifying the interrelationship between Aboriginal governance structures Aboriginal communities can choose to get more involved in service delivery and have a say in South Australia to inform the Closing the Gap Coalition of Peaks and ensure Aboriginal peoples in what works best in their communities. Government also commits to ensuring service in South Australia inform the national agenda on housing. delivery is more responsive, culturally informed and meets the needs of communities.

18 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 19 to top Actions

2.1 Emb ed housing and homelessness goals and targets across mainstream government policies.

In consultation with the Department of the Premier and Cabinet - Aboriginal Affairs and Reconciliation (DPC-AAR) and aligned to the Closing the Gap Implementation Plan, undertake across agency consultation and co-link investment of Aboriginal housing and homelessness services. Develop a project plan which includes formalised monitoring, evaluation and reporting frameworks.

 Develop community and sector communications and engagement strategy for local decision making frameworks.

Led by: SA Housing Authority Timeframe: Short- medium-term

2.2 Ensure the mainstream housing system is culturally safe and responsive through the development and implementation of a Housing Cultural Framework specifically for South Australia.

Establish cross-agency case managed supports for vulnerable Aboriginal persons. Strategy Pillar 2: SA Housing Authority, in collaboration with the Aboriginal Advisory Committee (AAC), Service Reform: changing the way government South Australian Housing Trust (SAHT) Board, review the Cultural Inclusion Framework does business. for South Australia and advise on amendments. Develop connections with the broader housing and government The identification and implementation of innovative best practice models for ensuring housing systems and services. options are tailored to the different needs of Aboriginal peoples including: • youth leaving out-of-home care, moving for educational purposes or wanting to enter Guiding principles: Self-determination, Participation, Place-based the home ownership market • elders requiring different models of care and/or facilitation of returning to Country Priority: Enabling Functionality, Culturally Responsive Services • single Aboriginal men, Aboriginal peoples with a disability and other vulnerable Aboriginal peoples and families. What did we hear?  Evaluate and prioritise how housing types improves other life outcomes to inform Local Decision Poor coordination of services, including appropriate data sharing Making Frameworks and asset management planning.

 Centralisation of government services drives mobility without appropriate Led by: SA Housing Authority Timeframe: Medium-term accommodation options

Aboriginal people exiting government institutions is a significant contributor to homelessness 2.3 Embed an Aboriginal-related focus in existing tenancy advocacy services.

 A lack of genuine engagement and ongoing consultation with the Aboriginal community Provide culturally informed advice to tenants about their rights and responsibilities and act on has resulted in poorly designed and implemented housing services which ultimately do not tenant’s behalf where requested, including in negotiations with landlords and their agents and address community need. representing tenants at South Australian Civil and Administrative Tribunal (SACAT) hearings and mediations. This should aim to include employing Aboriginal staff proportionate to the service delivery area. Who benefits? Metropolitan / Regional / Remote Aboriginal Communities Create culturally informed early interventions in the SACAT referral process to reduce the What does this mean for community? instances of referrals. That services offered are co-designed to be clear and streamlined. This will help to ensure services are supported and do not create hardship. Led by: SA Housing Authority and housing sector Timeframe: Ongoing

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3.1 Cr eate economic development opportunities for Aboriginal communities to equitably participate in the housing sector economy. R eview Remote Aboriginal Housing Maintenance models, including the Housing for Health framework, and other best practice and consider the potential to implement in consultation with Aboriginal communities.

The early identification of major contracts to be performed within remote Aboriginal communities and communities with a significant Aboriginal population and apply industry participation plans, tailored to create Aboriginal economic participation. These opportunities may include joint ventures, subcontracting, Tier 1 sponsorship models and workforce participation.

Identif y opportunities to procure directly from eligible Aboriginal businesses that provide value-for-money quotes of less than $220,000.

F or major projects, the industry participation weighting should be increased to 30 per cent to create an incentive to engage Aboriginal businesses in the supply chain and to create employment opportunities for Aboriginal people living in regional and remote regions of the state. Strategy Pillar 3: In consultation with Officef o the Industry Advocate (OIA), identify opportunities for agency Economic Participation: more jobs for Aboriginal coordination of service contracts in regional and remote communities to build local labour markets peoples and businesses. and support financial independence to enable rental affordability and community reinvestment. Develop and implement an Aboriginal Procurement and Employment W ork with regions, local communities and relevant business clusters (including Far North Economic Action Plan that maximises Aboriginal engagement and economic Collective, First Nations Entrepreneur Hub (FNEH) at Lot Fourteen, the OIA) to identify Aboriginal participation in the housing sector. Business Enterprise (ABE) market capability and socialise procurement opportunities to increase procurement spend with Aboriginal suppliers. This consultation should include the Senior Management Guiding principles: Self-determination, Participation, Place-based, Inclusive Council’s Aboriginal Affairs Executive Committee, Economic Participation Working Group.

Priority: Inclusion, Participation, Self-determination Led by: SA Housing Authority and Office of the Industry Advocate Timeframe: Short- and relevant agencies medium-term What did we hear? 3.2 P artner with other government agencies to build the capability of Aboriginal businesses The importance of clear and achievable targets regarding economic development opportunities and communities to procure from government. for Aboriginal communities to participate in the housing economy within their own communities In consultation with the OIA and Indigenous Business Australia, facilitate Aboriginal procurement  Governance, economic development and self-determination were common themes and the workshops to build the capability of Aboriginal suppliers to successfully engage in government connection between them all created a more complete picture of the aspirations and desires procurement processes and to identify opportunities to build a pipeline of contracting of Aboriginal peoples in South Australia. opportunities for ABE.

Each year, SA Housing Authority will publicly report aggregate procurement spend with Who benefits? Metropolitan / Regional / Remote Aboriginal Communities Aboriginal suppliers. What does this mean for community? Aboriginal people are afforded the same opportunities as all South Australians and can enjoy the benefits Led by: SA Housing Authority, Office of the Industry Advocate Timeframe: Short- of financial independence and social inclusion through participating in the housing sector economy. and Indigenous Business Australia medium-term

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4.1 Ensur e the SA Homelessness Alliance decision-making is culturally informed. Inclusion of the Aboriginal community-controlled sector and/or Aboriginal community representation on the Homelessness Alliance System Steering Group, which will be governed via Alliance contracting frameworks.

Led by: Office for Homelessness Sector Integration Timeframe: Short-term

4.2 Implement culturally informed and person-centred homelessness services.  Partner with the Office for Homelessness Sector Integration and ensure service agreements for homelessness and crisis services consider and appropriately respond to the interests of Aboriginal communities.

Support services to provide coordinated case management and culturally informed, responsive service delivery. Consultation should include the Senior Management Council’s Aboriginal Affairs Executive Committee, Building Capability in Vulnerable Families Working Group. Strategy Pillar 4: Support early intervention strategies to identify risk factors, stabilise a person in housing crisis Homelessness and Crisis Services: making more and prevent their need for crisis or homelessness services. Ensure this support is tailored to individual and family circumstances, interests and cultural needs. safe places to stay where and when you need them. Ensure a Safety First response for women and their children experiencing domestic and family Build a culturally informed and responsive homelessness sector violence that is culturally responsive. that meets the needs of Aboriginal peoples in South Australia.

Led by: Office for Homelessness Sector Integration Timeframe: Medium Guiding principles: Self-determination, Participation, Place-based, Inclusive 4.3 Ensur e exit pathways from institutions and care into stable and safe housing through service Priority: Culturally Responsive Services, Transitional Housing reform to reduce Aboriginal peoples’ overrepresentation across the homelessness system.

 Consultation with the Senior Management Council’s Aboriginal Affairs Executive Committee, for What did we hear? Over-Representation of Aboriginal South Australians in the Criminal Justice System Working Group. Services are not aligned to the needs and interests of Aboriginal peoples Led by: Office for Homelessness Sector Integration, Community Timeframe: Short- Accommodation services are designed without Aboriginal community input Housing Providers, non-government organisations and relevant medium-term Not enough transitional and emergency housing and accommodation. government agencies, including the Department for Correctional Services, SA Health, the Department of Human Services and the Department for Child Protection. Who benefits? Metropolitan / Regional / Remote Aboriginal Communities

What does this mean for community? 4.4 T o complete a supply and demand assessment of crisis and transitional accommodation Aboriginal communities, service providers and government will work together to make sure that housing options. services that are set up to help Aboriginal people in crisis or experiencing homelessness are Investigate increasing the availability of culturally appropriate transitional and crisis accommodation responsive and appropriate. that meets the needs of Aboriginal peoples and families.

Led by: SA Housing Authority and SA Health Timeframe: Medium- long-term

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5.1 Incr ease the supply of homes for Aboriginal peoples and communities.  Investing $37 million in new social housing and maintaining the value of Aboriginal social housing stock.

Investing $28.4 million in 35 replacement houses by 2024/25, including 26 on the Anangu Pitjantjatjara Yankunytjatjara Lands and nine on the West Coast.

Creating 250 apprenticeship opportunities for Aboriginal peoples.

Led by: SA Housing Authority Timeframe: Medium- long-term

5.2 Incr ease the access to homes for Aboriginal peoples and communities.  Investing $34 million in remote area maintenance over five years and identifying efficiencies to reduce timeframes where housing stock is out of commission.

Ensuring the SA Housing Authority’s five year Regional Asset Management Plans are developed Strategy Pillar 5: in consultation with local communities through the Local Decision Making Frameworks. Housing Supply: better access to housing. Expand the supply of safe and secure homes to meet the current  Exploring the potential to use existing housing and private rental markets to meet housing and future needs of the growing Aboriginal population. needs through leasing arrangements, rental support and voucher schemes as a cost effective way of providing social housing.

Guiding principles: Self-determination, Participation, Place-based, Inclusive Led by: SA Housing Authority Timeframe: Medium- long-term Priority: Affordable Housing and Home Ownership 5.3 In vest in innovative housing solutions that meet the different needs of Aboriginal peoples. What did we hear?  Continue to invest in Tika Tirka Student Accommodation to ensure Aboriginal youth from regional  Better access to social and affordable housing options across metropolitan, regional and remote communities are able to access further education in a supported environment away and remote communities. from home. This investment includes reviewing and monitoring the program’s effectiveness to inform future delivery models and potential to scale.

Who benefits? Metropolitan / Regional / Remote Aboriginal Communities  Progress the provision of $4 million in grant funding to Aboriginal Community Housing Limited to partner with Yerta Aboriginal Corporation for the delivery of 40 targeted long-term What does this mean for community? housing outcomes in Bedford Park for Aboriginal Elders. This is about how government will increase the access and supply of social and affordable housing in communities for Aboriginal people. Benchmark innovate best practice housing solutions that can be applied to meet the different needs of Aboriginal people in South Australia.

Led by: SA Housing Authority Timeframe: Short- medium-term

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6.1 Cr eate and innovate Aboriginal home ownership models that drive accessibility to the broader market.  Develop an action plan to support Aboriginal peoples to access affordable housing, including ensuring the HomeSeeker SA program continues to provide information specific for Aboriginal community members.

 Investigate different land ownership and leasing structures, including where legislative reform may be required to improve home ownership opportunities for Aboriginal peoples.

Led by: SA Housing Authority, Indigenous Business Australia, Timeframe: Ongoing HomeStart and financial institutions

6.2 P artner with private financial institutions, Indigenous Business Australia (IBA) and HomeStart to identify products that promote and facilitate access to home ownership as a viable and achievable aspiration for Aboriginal peoples in South Australia.  Explore innovative products and models for home ownership, in consultation with communities Strategy Pillar 6: and relevant stakeholders, which may include initiatives such as a good renter discount, Home Ownership: pathways for buying a house matched savings scheme, shared equity, commercial finance products and rent to buy. that are accessible and ethical.  Increase Aboriginal peoples’ access to money management services to provide practical and Develop pathways out of social housing into home ownership. essential support to help people build longer term capability to manage their money and increase financial resilience.

Guiding principles: Self-determination, Participation, Place-based, Inclusive In consultation with IBA and relevant stakeholders, provide Aboriginal consumers with the option to access a pool of buyer’s advocates to assist them purchase their first home. Advocates will assist with all aspects of the home ownership process, including ethical finance and lending options, Priority: Affordable Housing and Home Ownership contracts, hidden costs and other associated risks.

What did we hear?  Co-design a homeowner support program that establishes good homeowner habits and long-term housing stability, in partnership with financial institutions that have dedicated strategies Saving for a deposit and/or an inability to secure finance to promote financial independence and support improved financial resilience for Aboriginal peoples. Financial literacy impacting on confidence to enter the rental market or home ownership  Achieve a year-on-year increase in the number of homes owned by Aboriginal people from  Many people reported low levels of financial literacy impacting the ability to enter the private Year 2 of the South Australian Aboriginal Housing Strategy 2021-2031 commencement and rental market or home ownership. Numeracy, banking, mortgages and loans were areas with achieve a 10 per cent increase over its life. the most reported knowledge gaps Led by: SA Housing Authority, Indigenous Business Australia, Timeframe: Ongoing The need for simple and clear finance options for buying a home HomeStart and financial institutions The inability to buy a home on traditional lands.

Who benefits? Metropolitan / Regional Aboriginal Communities

What does this mean for community? That every Aboriginal person can aspire to home ownership and secure a long-term household for individuals and families.

28 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 29 to top South Australian Aboriginal Housing Strategy Acknowledgments: South Australian • Mi:Minar Aboriginal Advisory The SA Housing Authority acknowledges the following groups and organisations for their assistance Government Agencies in developing the South Australian Aboriginal Housing Strategy 2021-2031: • Kaurna Property Trust Committee to the • Department of the Premier • Money Mob Aboriginal Councils and Corporations from remote, regional, and metropolitan South Australia including: and Cabinet – Aboriginal South Australia Affairs and Reconciliation • Wapma Thura, Housing Trust Board. Region Community Stakeholders Consulted Aboriginal Corporation • Department for Child Former and current Anangu Pitjantjatjara • Anangu Pitjantjatjara Yankunytjatjara (APY) communities Protection • Kornar Winmil Yunti members consulted. Yankunytjatjara (APY) and the APY Executive Board • Department of Human Services • Wardliparingga Aboriginal • Kaurna Yerta Aboriginal Corporation Research Unit Ms Shona Reid • Department for Adelaide • Kaurna Property Trust CEO Reconciliation SA / Correctional Services Non- Government • Co-design session participants South Australia Housing • Aboriginal Affairs Executive Services Trust Board member • Oak Valley Community Services Committee of Senior • South Australian Health and Chair of Aboriginal • Ceduna Aboriginal Corporation Management Council and Medical Research Institute Advisory Committee • Scotdesco Aboriginal Corporation Ceduna and Far West • Aboriginal Lands Trust • Community Housing • Yalata Anangu Aboriginal Corporation • Lakeview Transitional Council (SA) Dr Roger Thomas • Koonibba Aboriginal Community Corporation Accommodation Centre • Community Housing Limited Commissioner for • Yadu Health Aboriginal Engagement • Northern Adelaide Domestic • Aboriginal Community • Nepabunna Aboriginal Community Council Violence Service Housing Limited Ms April Lawrie • Copley Aboriginal Community Council • SA Health • HomeStart • Antakarinja Matu-Yankunytjutjara Aboriginal Corporation Commissioner for Aboriginal • Red Cross • Umoona Aboriginal Corporation Non- Government Children and Young People • Shelter SA Far North • Coober Pedy Council Aboriginal Services • Dunjiba Aboriginal Corporation • Indigenous Business Australia • UnitingSA Ms Olive Bennell • Marree Aboriginal Community • Nganampa Health Council • The Constellation Project Head of Homelessness Services, Anglicare SA • Copley Community • Family Violence Legal Service • SYC Ltd • Dieri Aboriginal Corporation Aboriginal Corporation • Unity Housing Ms Deb Moyle • Aboriginal Corporation • Healthy Dreaming Murray Bridge • Anglicare SA Project Manager Justice • Raukkan Community Council • Umeewarra Aboriginal • Aboriginal Community Reinvestment, Australian South East • Pangula Mannamurna Aboriginal Corporation Media Centre Services Red Cross • Davenport Community Council • Port Augusta Aboriginal • Aspire Recovery Connection Leadership Taskforce Mr Klynton Wanganeen • Port Augusta Council Aboriginal Working Group • PricewaterhouseCoopers CEO Nation • Aboriginal Corporation • Uniting Communities - Indigenous Consulting, Port Augusta Kurlana Tampawardli Aboriginal Corporation • Barngarla Aboriginal Corporation for their contribution in • Port Augusta Aboriginal Leadership Group • National Indigenous the development of the Australians Agency Aboriginal Housing Strategy Mr Wayne Miller • Aboriginal Family Support Services – Port Augusta CEO Ceduna Aboriginal • Nunkuwarrin Yunti Port Pirie • Nukunu Wapma Thura Aboriginal Corporation Corporation of South Australia • • Port Lincoln Aboriginal Community Council Ms Rosalind Coleman Coleman Consultants • ‘Big Swamp’ Homelands – Port Lincoln Port Lincoln • Port Lincoln Aboriginal Community Council Mr Paul Vandenbergh • Port Lincoln Aboriginal Health Service Diversity Talent Manager Whyalla • Barngarla Aboriginal Corporation at AFL (Australian Football • Point Pearce Aboriginal Corporation League) Yorke Peninsula • Narungga Nations Aboriginal Corporation

30 / South Australian Aboriginal Housing Strategy 2021-2031 back South Australian Aboriginal Housing Strategy 2021-2031 / 31 to top Our Aboriginal Housing Journey Story and artwork by Story: This artwork represents the voices heard Coming out of the main circle are travelling Karen Briggs (Yorta Yorta) from the Aboriginal community in South Australia, lines that connect the six pillars’ stone shapes with the creation of the six strategic pillars showing strength, along with representing the reached after consultation with State Government strategic outcomes. stakeholders about how the housing sector will operate within their communities. Located on the outer part of the artwork are six small groups of symbols representing the six The central focus of the artwork is a large circle strategic pillars. Starting at the bottom right-hand with horseshoe symbols attached to represent side, going around anti-clockwise are 1) Housing a meeting place for the original consultations. Sector Reform 2) Service Reform 3) Economic Located in the centre of the artwork are small, Participation 4) Homelessness and 5) Crisis rounded symbols that represent Aboriginal people Services 6) Housing Supply Home Ownership. in South Australia. The larger circles located over them, rippling out, show a covering for Aboriginal people to access safe, culturally responsive services for transitional housing and affordable home ownership.

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